Agile values

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Overview of agile values
This presentation shows some core concepts that make agile software development different.
This will help your team familiar with agile concepts and start boosting your team performance.

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Agile values

  1. 1. Agile Values
  2. 2. Sequential vs. overlapping Sequential development Scrum teams do a little of every thing all the time using one-piece flow mechanismSource: “The New New Product Development Game” by Takeuchiand Nonaka. Harvard Business Review, January 1986. 2
  3. 3. Success rate 3
  4. 4. Agile development • Follows “Agile manifesto” • Iterative & incremental • Adaptive • Embrace changes • Value-oriented 4
  5. 5. Agile ManifestoWe are uncovering better ways of developing software by doing it and helping others do it. Throughthis work we have come to value: • Individuals and interactions over processes and tools • Working software over comprehensive documentation • Customer collaboration over contract negotiation • Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. AgileAlliance.org 5
  6. 6. 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customers competitive advantage.12 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to andPrinciples within a development team is face-to-face conversation. 7. Working software is the primary measure of progress.http://agilemanifesto.org 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self- organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. 6
  7. 7. “Software in 30 days” Time Thanks Ken for the slide & the book 7
  8. 8. Value Proposition Visibility AdaptabilityBusiness Value Risk 8
  9. 9. Management Transformation• Managers tell people • People decide what, what to do and make and how to do sure they do it properly• Managers maintain • Team makes decisions the right to authorize decision• Managers limit the • Information is information or resources available to transparent workers 9
  10. 10. Teams Transformation• Management-driven • Customer-driven• Workforce of isolated specialists • Multi-skilled workforce• Many job descriptions • Few job descriptions• Information limited • Information widely shared• Many levels of management • Few levels of management• Function/Department focus • Whole-business focus• Segregated goals • Shared goals• Seemingly organized • Seemingly chaotic• Problem-solving emphasis • Purpose achievement emphasis• High management commitment • High worker commitment• Incremental Improvements • Continuous Improvements• Management-controlled • Self-controlled• Policy/Procedure based • Values/Principles based 10
  11. 11. Scrum ‘Process’ 11
  12. 12. Plan Plan Plan Plan Act Act Act Act Do Do Do DoLean Check CheckLearning CheckwithDeming PDCA circles Check 12
  13. 13. Quote“Agile development is no silver bullet, but itis useful. Organizationally, agile deliversvalue and reduces costs; technically, ithighlights excellence and minimal bugs;personally, many find it their preferred wayto work.” “The Art of Agile Development”, James Shore 13
  14. 14. Observationfrom some Teams in Vietnam 14
  15. 15. Scrum Iceberg 15agile culture is the under-ware part of an iceberg
  16. 16. OPTIONALSECTIONS 16
  17. 17. Methods used Source: Forrester Research 17
  18. 18. Test-Driven Development• You don’t start programming until you have designed your tests!• Strategy – Make it Fail • No code without a failing test – Make it Work • As simply as possible – Make it Better • Refactor(code, design, test, documentation) – Believe in testing 18
  19. 19. TDD Rationale 19
  20. 20. Design for test DesignTest Test Implement 20
  21. 21. Next stepsStay Connected with Community Monthly Gathering, see: www.hanoiscrum.net www.agilevietnam.org //hanoiscrumContact Tan /duongtrongtan http://vn.linkedin.com/in/tandt 21

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